The Effect of Price, Brand Name, and Store Name on Buyer's Perceptions of Product Quality: An Integrated Review
The authors integrate previous research that has investigated experimentally the influence of price, brand name, and/or store name on buyers' evaluations of prod¬uct quality. The meta-analysis suggests that, for consumer products, the relation¬ships between price and perceived quality and between brand name and perceived quality are positive and statistically significant. However, the positive effect of store name on perceived quality is small and not statistically significant. Further, the type of experimental design and the strength of the price manipulation are shown to significantly influence the observed effect of price on perceived quality.
- "For example, Procter & Gamble, the highest spending advertiser, who has over 40 well-established brands, continues introducing and promoting new brands (Johnson, 2012). Well-established brands activate consumers' prior knowledge of the brands, which guides processing of the information content (Kent and Allen, 1994) and evaluative judgements (Rao and Monroe, 1989), whereas new brands are less likely to activate schemata given that individuals have few established associations. Despite the significant role brands play in information processing and evaluation, academic consideration of brand effects on consumers' reactions to model stimuli is scarce. "
European Journal of Marketing 01/2016; · 0.96 Impact Factor
Available from: Sergio W Carvalho
- "Consequently, unfamiliar brands inspire more instances of negative bias. Rao and Monroe (1989) also suggest that as brand familiarity increases, consumers reduce their reliance on extrinsic cues and increase their reliance on intrinsic cues when evaluating brands. Thus, with respect to consumers' assessments of blame, the influence of the COO image becomes more powerful in the case of an unfamiliar brand. "
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ABSTRACT: In recent years, there have been several high-profile recalls of hybrid products (those where organizations in multiple countries take part in the design, component sourcing, manufacturing, and marketing of a product). If consumers perceive a global firm to be responsible for the recall, then it will reduce their brand equity. Therefore, global firms may respond in ethically questionable ways to justify themselves to important stakeholders and avoid blame. Understanding how stakeholders attribute blame for crises involving hybrid products is important to shed light on the unethical manner in which global firms might avoid blame in such situations. The research reported here shows that in a hybrid product crisis, consumers show a bias in favor of the brand company and against the manufacturing company. This bias is more pronounced when the country of manufacture has an unfavorable image or when consumers lack familiarity with the recalled brand. Ambiguous recall announcements by companies that fail to provide a specific and clear reason for the product defect prompt consumers to assume that a manufacturing flaw caused the product defect. As a result, consumers reduce their attribution of blame for the brand company, and thus its brand equity is maintained.
Journal of Business Ethics 09/2015; 130(3):651-663. DOI:10.1007/s10551-014-2258-9 · 1.33 Impact Factor
Available from: Ali Besharat
- "Consumers often lack the time, motivation, or knowledge to judge a product's quality. In these instances, consumers rely on available cues (e.g., heuristics) such as the product's country of origin (Chao, 1998), brand name (Teas & Agarwal, 2000), and price (Rao & Monroe, 1989) to simplify their quality judgment task (Simonson et al., 1994). Consumers are able to distinguish between high-and low-diagnostic cues, and according to previous research, price is a more diagnostic cue than other extrinsic cues in determining product quality (Herr, Kardes, & Kim, 1991; Lichtenstein, Ridgway, & Netemeyer, 1993). "
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ABSTRACT: This study delineates the conditions under which a late entrant is able to outperform a pioneer brand by examining the value relevance of alignable and non-alignable attributes. The first experiment shows that the late entrant can surpass the pioneer by adopting either a distinctive (new, non-alignable attribute) or enhancing (improved, alignable attribute) strategy depending on the value relevance of the new attributes. The second experiment provides evidence that pricing cues become instrumental when the value relevance of the late entrant with a distinctive strategy is low. In this context, the findings show that increasing the price of the product counter-intuitively enhances the preferences for the late entrant.
Journal of Business Research 08/2015; DOI:10.1016/j.jbusres.2015.08.010 · 1.48 Impact Factor
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